Digital Transformation and its Impact on Operational Efficiency and Competitive Advantage in Islamic Banks

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Digital Transformation and its Impact on
Operational Efficiency and Competitive Advantage
in Islamic Banks
Maha Shehadeh
Finance and Banking Science
Department
Applied Science Private University
Amman, Jordan
ma_shehadeh@asu.edu.jo
Abeer F. Alkhwaldi
Department of Management
Information Systems
Mutah University
Karak, Jordan
abeerkh@mutah.edu.jo
Dmaithan almajali
Management information system
Department
Applied Science Private University
Amman, Jordan
d_almajali@asu.edu.jo
Anwar S. Al-Gasaymeh
Finance and Banking Science
Department
Applied Science Private University
Amman, Jordan
a_gasaymeh@asu.edu.jo
Ibrahim A. Abu-AlSondos
College of Computer Information
Technology
American University in the Emirates
Dubai, UAE
Ibrahim.abualsondos@aue.ae
Abstract— This study aimed to identify the impact of digital
transformation on Islamic banks operating in Jordan by using the
descriptive analytical method. Primary data were obtained
through a questionnaire and distributed to the study sample, which
consisted of 68 employees of 4 Islamic banks operating in Jordan.
The structural equation model was used in the process of testing
the study hypotheses. We obtained a number of results, the most
important of which is the presence of a statistically significant
effect at the significance level (α ≤ 0.05) of digital transformation
in Islamic banks operating in Jordan in relation to operational
efficiency and competitive advantage. We recommend that Islamic
banks need to develop a strategy for digital transformation aimed
at innovation and competition, without prejudice to the controls of
Islamic finance. There is a need to focus on managing the risks
associated with digital transformation, as well as treating the risks
associated with modern technologies, especially those that
threaten Islamic banks and financial stability.
Keywords— Digital transformation, SEM, operational
efficiency, competitive advantage.
I. INTRODUCTION
The global spread of digital technologies and rapid digital
transformation affect all industries [1],[2], [3], [4]. Hence, we
need to understand responses towards changes caused by
digital technology, and the use of opportunities presented by
digital transformation, to achieve financial success [2], [5].
Notably, digital transformation is not just about innovative
technologies [6] [ 7]. Furthermore, it is impossible to fully
benefit from digital transformation using just common
processes and sporadic digital updates [8],[9]. In fact,
strategic and continuous endeavors are vital for digital
transformation, which comprise a wide array of digital
transformation settings [10],[11]. For firms, in order to
remain in business and generate financial success through
digital transformation, strategic approaches must be used in
the determination of vital elements for digital transformation
[12] [2].
Strategic approaches have often been explored through
technology usage, value creation changes, structural changes,
and financial aspects as primary measures [13]. Clearly,
digital transformation has immense potential, and yet,
companies still fail to achieve financial success through
digital transformation owing to their insufficient knowledge
of it. Hence, to gain sought after financial benefits, companies
need to upgrade their knowledge of digital transformation
(i.e., net profit and operating profit) [1],[2].
Companies involved in digital transformation appear to
lack the knowledge required to determine the most
appropriate strategic options, causing them to fail in reaching
financial success [6]; [14]. As such, in this study we explore
the concepts of strategic management and digital
transformation to establish the most appropriate guidelines
for determining the antecedents of digital transformation, and
ways to employ them to gain financial success.
In light of the digital economy and the global trend toward
digital transformation, Islamic banks feel pressure from
customers and competitors to digitize their services. This has
made Islamic banks adopt a digital transformation strategy
through the employment and use of modern digital
technologies. Therefore, the problem of this study lies in its
attempt to answer the following question: what is the impact
of digital transformation on working Islamic banks in Jordan?
In order to answer this question, our study aims to identify
the nature of digital transformation in Islamic banks. The
study is concerned with identifying the impact of digital
transformation on Islamic banks working in Jordan.
Furthermore, this study is significant in that it discusses
an important topic related to the banking sector in the digital
revolution era, which is the shift from the traditional era to
the digital era, and its effects on the Islamic banking sector.
It has been realized that digital transformation is a growing
global trend of interest to governments and banks. It is also
an effective way of reducing costs, investing time, and
developing banks. Another practical significance is that this
study focuses on the problems of Jordanian Islamic banks in
the digital transformation; therefore, a set of
recommendations, which contribute to achieving digital
leadership for these banks, is suggested [25], [26].
2023 International Conference on Business Analytics for Technology and Security (ICBATS) | 979-8-3503-3564-4/23/$31.00 ©2023 IEEE | DOI: 10.1109/ICBATS57792.2023.10111266
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II. DIGITAL TRANSFORMATION
Digital transformation clearly presents various prospects
for companies, and yet, many companies fail in
accomplishing expected outcomes [15]. Successful initiatives
of digital transformation can result in financial success [16],
but the high rate of failure demonstrates that companies do
not adequately understand the concept of digital
transformation [1],[2], [17]. Indeed, compared to other forms
of transformation, digital transformation is complex [1],
because ascertaining the path and destination of digital
transformation from the get-go is almost impossible,
especially in this erratic digital economy [18]. Still, business
leaders must be swift in addressing unanticipated changes
(e.g., technology development) amidst indecisions and high
risks, because waiting until a big crisis occurs may
completely impede recovery [18]. As such, companies may
not gain the full benefits of digital transformation with only
sporadic digital upgrades and changes in common processes
[8].
In an extremely erratic digital economy, strategy
development and execution, which traditionally employ a
linear process, are gradually replaced by an iterative process
whereby the strategy is developed and amended via
implementation [18-22]. As a comparison, the traditional
linear approach is appropriate when the environment is
stable, the path is already determined, and the results are
standardized. However, digital transformation environments
are extremely uncertain and risky. In such environments,
changes are frequent and swift, the destination and path
change instantaneously, and companies should adopt iterative
processes and frequently and continuously renew strategic
plans [22-25].
In this regard, digital transformation is important as it
facilitates the formation of strategic guidelines in the
selection, construction, and implementation of successful
initiatives [26-30].
Interconnections among dimensions and related
constructs need to be ascertained [31-35]. Moreover, the use
and outcomes of digital transformation are very much
affected by those persons and organizations using technology
and the technology itself; therefore, digital ecosystem
coordination and digital architecture configuration seem
more applicable within the digital product and digital services
architecture [36-42].
.
III. RESEARCH MODEL AND HYPOTHESES
Based on the questions and the objectives of this study,
the following hypotheses were formulated:
The main hypothesis: There is no statistically significant
effect at the significance level (α ≤ 0.05) on digital
transformation at Islamic banks operating in Jordan.
The following sub-hypotheses are drawn from the main
hypothesis:
The first sub-hypothesis: There is no statistically
significant effect at the significance level (α ≤ 0.05) of digital
transformation on operational efficiency at Islamic banks
operating in Jordan.
The second sub-hypothesis: There is no statistically
significant effect at the significance level (α ≤ 0.05) of digital
transformation on competitive advantage at Islamic banks
operating in Jordan.
Based on the research questions and hypotheses that we
previously referred to, the following study model was
designed (Fig. 1).
Fig. 1. Research model.
IV. METHODOLOGY
The researchers applied the descriptive analytical
approach as it is the most appropriate to achieve the
objectives of this study. In order to test the hypotheses and
achieve the objectives of the study, we administered and
statistically analyzed the data.
A. The Population and Sample of the Study
The population of the study represents all the Islamic
banks operating in Jordan, which include four banks, namely:
Jordan Islamic Bank, Islamic International Arab Bank, Al-
Rajhi Bank, and Safwa Islamic Bank. The sample of the study
consists of employees who have sufficient knowledge about
the digital transformation strategy in Islamic banks,
specifically the employees of the main offices at the
Jordanian Islamic banks working in Amman. A total of 120
questionnaires were distributed to the study sample at a rate
of 30 questionnaires to each bank, from which 80
questionnaires were retrieved with a rate of 66.66% of the
number of questionnaires that were distributed. Twelve
questionnaires were excluded for not being fully filled out
and not being filled out as they should be. Furthermore, 68
questionnaires were also analyzed at a rate of 56.66% of the
number of questionnaires that were distributed. Table 1
below shows the distribution process of the questionnaires.
Digital
transformation
Operational
efficiency
Competitive
advantage
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Table 1. Number of questionnaires distributed, retrieved, and analyzed.
B. Data Collection
In order to achieve the objectives of the study and test its
hypotheses, the data collection process was based on two
types of data:
1. Secondary data: the researchers used secondary data
in order to address the theoretical framework of the
study.
2. Primary data: the researchers collected a set of
primary data by using the questionnaire, which was the
main instrument for the study in order to address the
analytical aspects of the study topic. The questionnaire,
which was designed based on the 5-point Likert scale,
was administered and designed by the researchers for the
purpose of the study, and then distributed to the study
sample, which included the employees of the Islamic
banks operating in Jordan. The researchers used
evaluation items in order to determine the responses of
the study sample to the questions that were specified in
the questionnaire. Then, the collected data were analyzed
by using the SPSS program (19.0) in order to calculate
the number of ratios and use appropriate statistical tests,
so that valuable indications and indicators supporting the
study topic could be reached. The questionnaire items
were distributed to all study variables in order to clarify
the main objective of the study.
C. Demographic and Functional Characteristics of the
Study Sample
In order to analyze the results of the study, the researchers
reviewed the demographic characteristics of the population,
through a detailed description of the study sample
characteristics, based on their responses to the items
mentioned in the questionnaire within the personal and
general data item, as shown below (Table 2).
Table 2. Demographic and functional characteristics of
the study sample.
Percentage % Repetition Description
70.6% 48 Male
29.4% 20 Female
100% 68 Total
26.5% 18 20–less than 35 years
47.1% 32 35–less than 50
26.5% 18 50 years and more
100% 68 Total
16.2% 11 Diploma
80.9% 55 BA
0 0 MA
2.9% 2 PhD
100% 68 Total
11.8% 8 1–5 years
8.8% 6 6–10 years
47.1% 32 11–15
32.4% 22 More than 15 years
100% 68 Total
14.7% 10 Jordanian Islamic Bank
57.4%
39
Islamic International Arab
Bank
11.8% 8 Safwa Islamic Bank
16.2% 11 Al-Rajhi Bank
100% 68 Total
Table 2 shows that 70% of the study sample respondents
are males and about 29% are females, and that the majority
of the sample respondents belong to the age group from 35 to
less than 50; their number reached 32 at 47.1%. Other age
groups were 20–less than 35 years and 50 years and over,
whose number is 18 at 26.5%. Holders of a bachelor degree
represent the majority of the sample, which indicates that the
sample has the appropriate qualification that enables them to
understand the questionnaire and respond well to it. Their
number reached 55 respondents, representing 80.9% of the
total sample, while the number of those holding a diploma
was 11 among the sample members, representing 16.2% of
the total sample. The number of PhD holders is only 2, which
is 2.9% of the total sample respondents.
The table shows the results, which indicate that the
highest percentage of respondents who have experience of
11–15 years was 47.1% (32 respondents), followed by those
with more than 15 years of experience at 32.4% (22
respondents). There were 8 respondents whose experience
was from 1–5 years, at a rate of 11.8%. Finally, there were 6
respondents with 6–10 years of experience, at a rate of 8.8%.
In addition, the majority of the population (39 respondents)
is from the Islamic International Arab Bank at 57.4%,
followed by 11 from Al Rajhi Bank, at 16.2% of the
population. Then comes the Jordan Islamic Bank (10
respondents), respresenting 14.7% of the population. Finally,
Safwa Islamic Bank (8 respondents), represented 11.8%.
D. Measures
The survey questions were modified versions of those
from other studies. All items, with the exception of those in
the demographic section, were provided with a 5-point Likert
scale. Specifically, five items represented digital
transformation and those items were obtained from Sousa-
Zome [1]; five items represented operational efficiency and
those items were obtained from Kindermann [15]; five items
Study Sample
Total Questionnaires
No. The percentage of questionnaires
distributed
Distributed
questionnaires
120 100 %
Retrieved
questionnaires 80 66.66 %
Non-retrieved
questionnaires 40 33.33 %
Analyzed
questionnaires 68 56.66 %
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represented competitive advantage and those items were
obtained from Sigalas [21].
E. Data Analysis
Table III displays the findings of factor loadings,
Cronbach's alpha, composite reliability (CR), average
variance extracted (AVE), and the heterotrait-monotrait
(HTMT) ratio. As can be seen, the loading and Cronbach's
alpha values fell within the suggested range of 0.89 to 0.94;
the CR values exceeded the recommended value of 0.70 (0.79
to 0.93); the AVE values exceeded the cut-off value of 0.50
(0.56–0.71) [22].
All of these criteria supported the first-order constructs'
validity and dependability. Table 4 displays the outcomes of
[23] Larcker's criterion evaluation. The findings in Tables 3
and 4 demonstrate that all values obtained met the suggested
criteria. Consequently, as indicated in Table 5, the measuring
model for the investigation is accurate [37].
Table 3. Factor loading, Cronbach’s alpha, CR, AVE, and
HTMT.
Table 4. The Fornell–Larcker discriminant validity
correlation matrix.
DT OF CA
DT 0.812
OF 0.444 0.901
CA 0.531 0.235 0.814
F. Assessment of Measurement Model
Maximum probability (ML) is a regularly used
estimation technique for concurrent model parameter
estimation. ML is suitable for small sample sizes (100 to
200), making it suitable for the dataset used in this study.
Table 5. Fit indices for measurement and structural
models.
Latent Variable
Indicator Code
Reliability & Validity
Convergent Validity Internal Consistency Reliability Discriminant
Validity
Factor Loadings
Average Variance
Extracted
Cronbach’s
Alpha
Composite
Reliability HTMT
Loading > 0.50 AVE ≥ 0.50 α ≥ 0.70 CR ≥ 0.70 HTMT < 0.90
Digital transformation
DT1 0.711
0.711 0.90 0.79 Yes
DT2 0.511
DT3 0.610
DT4 0.522
DT5 0.505
Operational
efficiency
OE1 0.518
0.568 0.94 0.93 Yes
OE 2 0.522
OE 3 0.566
OE4 0.615
OE5 0.509
Competitive
advantage
CA1 0.633
0.712 0.89 0.81 Yes
CA 2 0.699
CA 3 0.645
CA4 0.561
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Quality of
fit measure
Recommended
value
Measurement
model
Structural
model
x2/df 2 to 5 1.61 4.1
AGFI 0.80 to 0.90 0.51 0.83
GFI 0.80 to 0.90 0.66 0.81
CFI 0.80 to 0.90 0.71 0.90
TLI 0.80 to 0.90 0.57 0.88
IFI 0.80 to 0.90 0.61 0.82
NFI 0.80 to 0.90 0.55 0.91
RMSEA 0.05 to 0.08 0.033 0.070
Table 6 presents the outcomes of the hypothesis testing
(path coefficients-β), and all were supported. In general, the
results showed that digital transformation had significant
impacts on operational efficiency and competitive advantage.
Table 6. Results of the hypothesis testing.
V. CONCLUSION
Based on the results of this study, the researchers
concluded the following:
1. It was found that there is a statistically significant effect
at the significance level (α ≤ 0.05) of digital transformation
in Islamic banks operating in Jordan on operational efficiency
and competitive advantage.
2. Digitization, and hence digital transformation, have
become a reality in the global order. Jordanian Islamic banks
are advised to keep pace with it and deal with it, as it has
become an inevitable matter and a strategic necessity because
of its positive impact on the performance of these banks.
3. Digital banking has become a modern alternative to
banks in their traditional form, and banks cannot remain as
they are if they want to continue; rather, they are required to
use technology at the core of their business. Besides, in order
to be able to continue to exist in the arena of local and global
competition, they must keep abreast of developments by
maintaining the changing demands of the customers and
requirements of the time, as improving the customer
experience is the key to success in this digital age.
4. In order for Islamic banks to achieve the desired goals,
they must adopt a digital transformation strategy and focus
on customers and innovation in the Islamic finance system.
The future of Islamic banks depends on their efficiency in
developing and inventing new techniques that suit the
generation of this age, and not only finding an alternative to
conventional interest rate-based financing.
A. Theoretical implications
Nasiri,[16] among others, asked for additional research to
clarify how digital transformation affects a company's
financial success. Theoretically, this study advances the
understanding of organizational-level digital transformation
by exposing its antecedents, which can have an impact on
financial businesses success. The results show that taking
advantage of digital transformation calls for a comprehensive
understanding of a variety of antecedents.
B. Managerial implications
Managers should keep in mind that applying digital
transformation to too many emerging business areas at once
could risk control of the company and have no positive effect
on its bottom line. This strategy may occasionally even result
in lower profits. Instead, when digitalizing a business,
managers should emphasize selectivity and the necessity for
a clear vision when choosing a domain and scope. This entails
creating a continual adoption process for digital technology
that is both deliberate and reliable. In order to determine their
current importance and position and to make strategic
decisions that promote financial success, managers must
analyze these components concurrently and collectively.
C. Limitations and further research
Only results from major organizations are included in this
study; thus, additional study is needed to determine whether
they also apply to smaller businesses. For instance, even
though digital transformation had negative consequences for
big businesses, things could be far worse for smaller
businesses. Therefore, further research should offer
suggestions for the planning and organizing required for
small businesses going through a digital transformation.
Additionally, more investigation should be conducted to
determine how other independent variables interact with one
another to affect different performance outcomes. This would
make it possible to learn more about how different digital
transformation profiles contribute to improved performance
by contrasting them. Finally, these findings might contribute
to dual orientation literature, such as [24], which manages the
paradoxes and difficulties of digital transformation.
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